7. Diskussion och slutsatser
8.4 Utbildningsrapport
Nilsson, M. & Schoultz, N. (2010). Medarbetarsamtal – om tillvägagångssätt, rutiner, och motivationshöjande faktorer för medarbetarsamtal på Alviva AB, (kandidatuppsats på personalvetarprogrammet 15p) Göteborg: Göteborgs Universitet, Sociologiska Institutionen.
9 Bilagor
Bilaga 1 Befintlig mall för utvecklingssamtal på Flexlink Bilaga 2 Ny mall
Performance Review_General This document is strictly confidential 1 (9) Date: 04/06/2012 Rev: 1.4
Bilaga 1
PERFORMANCE REVIEW
Personal Details Employee’s name Job title LocationManager’s name, title Place and date
The purpose of this review is to:
Evaluate the employee’s performance,
Provide feedback to both the manager and the employee, Review what has been done during the past year,
Look at the current working situation, and
Plan for the coming year by setting objectives and making a development plan.
Setting objectives is an effective way of helping the company, the department and the individual move forward and achieve success. A development plan will help the individual grow and better meet their objectives. To be of use the Performance Review must be a dialogue marked by mutual esteem and respect. A mid-year follow-up is to be done some 6-7 months after this review to ensure both objectives and development plan are on track and deal with any unforeseen circumstances or difficulties.
Instructions
Before meeting, make sure both parties have reviewed last year’s performance review. Book a meeting two weeks in advance. A good way to invite the employee to the performance review is to print out this template and fill in the personal details above.
The performance review is to take place in a quiet, neutral room for a one-two hour session. Turn off phones and try for an informal, relaxed discussion.
The summary of the performance review, i.e. planning for the coming year and commitments shall be included in the employee’s file, stored by local HR.
The definitions of performance levels are as follows:
1. Unsatisfactory – Substantially negative performance which does not meet the expectations of the manager either in terms of the
quantity and quality of the work carried out. Appropriate corrective action must be initiated immediately.
2. Acceptable – Performance which often meets the expectations of the manager in terms of competence, but sometimes fall short of
these expectations and requires improvement in order to be wholly adequate.
3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations of the manager in terms of
adequate competence in the work carried out.
4. Very good – Performance which exceeds the expectations of the manager in terms of complete competence in the work carried
out.
Performance Review_General This document is strictly confidential 2 (9) Date: 04/06/2012 Rev: 1.4
Review of last year
What are you most proud of accomplishing this year? For example, projects, customer help, sales, design, problem solving, etc.
………
………
………
How has the past year been? Have there been any changes in your role or tasks? Summarise the year’s events. ………
………
………
………..
Have you met the objectives set in last year’s Performance Review? Which objectives did you meet and how did you do so? ………
………
………
………
Which objectives did you fail to meet? Why? What mistakes were made and what have you learned? ………
………
………
………
Have you completed your development plan? What did you find most rewarding and useful? Why? ………
………
………
………
What development were you unable to complete? Why not? What have you learned regarding planning, prioritising, co-ordinating, etc? ………
………
Performance Review_General This document is strictly confidential 3 (9) Date: 04/06/2012 Rev: 1.4
Review of last year
The manager reviews and evaluates the employee
Evaluation factors Evaluation Development Examples and comments in
support of evaluation QUALITY 1. U N S A TI S FA C TOR Y 2 . ACCE P TA B LE 3 . GOOD 4 . V E R Y GO OD 5 . E X C E L LE N T S TA B LE IMP R O V E M E N T D E TE R IOR A TI ON 1. Customer Satisfaction
Degree in which work consistently meets or exceeds the requirements of the customers and suppliers, both internal and external.
2. Quality of the work
Degree in which work meets quality required in terms of precision, completeness and efficiency.
3. Quantity of the work
Degree in which the employee carries out the required quantity of work.
4. Initiative
Degree in which the employee works independently, looks for new opportunities and demonstrates a spirit of initiative
SKILLS Evaluation Development Examples and comments in
support of evaluation
1. Communication skills
Ability to present and communicate information written and orally, to inform and influence others
2. Interpersonal relationships
Capacity for interaction with others to resolve problems, ability to co-operate and work as an integral part of the team.
3. Planning ability
Be able to plan systematically and prioritize to gain most benefit from available resources. Adapt to changing priorities.
4. Technical skills
Understands the technical requirements of his/her own job, ability to resolve problems and generally improve working methods.
5. Skills in the “Job Role”
Degree to which the employee fulfils his/her own role.
6. Ability to make decisions
Degree to which decisions and actions are supported by valid arguments and level of participation in problem-solving processes.
7. Living our Credo
Degree to which you have strived to follow the company Credo
Performance Review_General This document is strictly confidential 4 (9) Date: 04/06/2012 Rev: 1.4
Review of last year
The employee reviews and evaluates the manager
Evaluation factors Evaluation Development Examples and comments in
support of evaluation QUALITY 1 .U N S A TI S FA C TOR Y 2 . ACCE P TA B LE 3 . GO OD 4 . V E R Y GO OD 5 . E X C E LLE N T S TA B LE IMP R O V E M E N T D E TE R IOR A TI ON 1. Customer Satisfaction
Degree in which work consistently meets or exceeds the requirements of the customers and suppliers, both internal and external.
2. Quality of the work
Degree in which work meets quality required in terms of precision, completeness and efficiency.
3. Quantity of the work
Degree in which the manager carries out the required quantity of work.
4. Initiative
Degree in which the manager show initiatives, looks for new opportunities and demonstrates a spirit of initiative
CAPACITY Evaluation Development Examples and comments in
support of evaluation
1. Communication skills
Ability to present and communicate information written and orally, to inform and influence others
2. Interpersonal relationships
Capacity for interaction with others to resolve problems, ability to co-operate and work as an integral part of the team.
3. Planning ability
Be able to plan systematically and prioritize to gain most benefit from available resources. Adapt to changing priorities.
4. Technical skills
Understands the technical requirements of his/her own job, ability to resolve problems and generally improve working methods.
5. Skills in the “Job Role”
Degree to which the manager fulfils his/her own role.
6. Ability to make decisions
Degree to which decisions and actions are supported by valid arguments and level of participation in problem-solving processes.
7. Living our Credo
Degree to which you have strived to follow the company Credo
Performance Review_General This document is strictly confidential 5 (9) Date: 04/06/2012 Rev: 1.4
Review of last year’s results
Summarise your overall performance during the past year; please do this together.
……… ……… ……… ……… ……… ……… ………
Ratings for overall performance 1. Unsatisfactory – Substantially negative performance 2. Acceptable – Performance which often meets expectations 3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations 4. Very good – Performance which exceeds the expectations 5. Excellent – Performance which far exceeds the expectations in terms of absolute competence in the work carried out. Overall Performance rating The bell curve diagram to the right shows a statistical distribution of results. The majority of people in an average sampling lie grouped around the center, with few excellent or unsatisfactory performers. We do not however, rank or review based on the bell curve – we do this individually. The bell curve here is just a visual aid to suggest that it is perfectly all right to be graded acceptable, good and very good. Employee’s comments ……… ……… ……… ……… ……… Manager’s comments ……… ……… ……… ……… ………
Performance Review_General This document is strictly confidential 6 (9) Date: 04/06/2012 Rev: 1.4
Current situation at work
What are your key job responsibilities?
………
……….………
………
………
………
Do you agree with your immediate manager on your present tasks? ………
………
………
………
Are your skills well used in your present work? ………
………
………
………
How are your work relationships functioning? Between you and your manager/team/co-workers? ………
………
………
………
What barriers are there to your successful meeting of objectives and development plans? ………
………
………
……….………
Where do you see yourself in the short and long term? Consider your current position and the possibility of another position. ………
………
………
………
Performance Review_General This document is strictly confidential 7 (9) Date: 04/06/2012 Rev: 1.4
Competencies
Competencies are defined as an individuals’ knowledge, experience, skills and demonstrated behaviour. Required competencies: are a reflection of FlexLink’s Credo, our shared values and ambitions. How well developed are you in these areas?
Discuss and decide on development needs. Use the development plan to work with these areas to fulfil future needs.
Competence Level
Creating customer value: how do you contribute to creating customer value, by increased productivity for the customer, higher sellable throughput, lower operating expenses – you do the same for internal customers as external.
1 2 3 4 5
Thriving on change: change opens up new opportunities, how do you encourage change, use it and take advantage of it?
1 2 3 4 5
Networking: building and operating networks is core to our business, do you work with, support or are active in networks?
1 2 3 4 5
Honesty, openness, teamwork and trust: two-way communication is vital, the sharing of information and ideas, as well as learning from mistakes
1 2 3 4 5
Individual initiative, drive and responsibility: we value a “can do” attitude, and believe that accountability is key.
1 2 3 4 5
Individual competencies: are the specific competencies you need to do your job well. What competencies do you need to carry out your daily work? What is required for long-term demands from the organisation, the market, our customers? You and your manager should agree on these and evaluate where you need further development. Use the development plan to work with these areas for future needs. Ex: IT systems, language, leadership, teamwork, integrity.
Competence Level 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
O = present level X = wished level
1. Unsatisfactory 2. Acceptable
3. Satisfactory level of competence 4. Very good level of comp.
5. Exceptional level of comp.
1. Needs development 2. Needs some development 3. Satisfactory level of competence 4. Very good level of comp.
Performance Review_General This document is strictly confidential 8 (9) Date: 04/06/2012 Rev: 1.4
Planning for the coming year
Ratings for overall performance the past year (Fill in info from page 4)
1. Unsatisfactory – Substantially negative performance
2. Acceptable – Performance which often meets expectations
3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations
4. Very good – Performance which exceeds the expectations
5. Excellent – Performance which far exceeds the expectations in terms of absolute competence in the
work carried out.
Objectives: What are the company/dept. objectives and how do your objectives contribute? How are your objectives manifested in your work situation? Follow SMART – Specific, measurable, achievable, relevant and time-constrained.
Objective
How will results be measured? (KPI, financial, time, grades etc.)
Mid-year follow-up (sign off)
Time plan
Development Plan: Does not need to be courses and education but can be project work, job rotation, coaching. Together with your competencies this should support your objectives.
Competence/training need Suggested activity
Mid-year follow-up (sign off)
Time plan
Manager's signature_______________________________
Performance Review_General This document is strictly confidential 9 (9) Date: 04/06/2012 Rev: 1.4
Commitments
Manager’s commitment: what will you do to ensure your employee is able to meet his or her objectives and complete their development plan?
……… ……… ……… ……… ……… ……… ………
Employee’s commitment: What will you do to make sure that you meet your objectives and complete your development plan? ……… ……… ……… ……… ……… Other observations: ……… ……… ……… Manager’s signature ________________________________ Employee’s signature ________________________________ This discussion was held on _____________________________ (date) Date for mid-year follow up _____________________________ (date)
Performance Review_General This document is strictly confidential 1 (5) Date: 04/06/2012 Rev: 1.4
Bilaga 2
PERFORMANCE REVIEW
Personal Details Employee’s name Job title LocationManager’s name, title Place and date
The purpose of this review is to:
Evaluate the employee’s performance,
Provide feedback to both the manager and the employee, Review what has been done during the past year,
Look at the current working situation, and
Plan for the coming year by setting objectives and making a development plan.
Setting objectives is an effective way of helping the company, the department and the individual move forward and achieve success. A development plan will help the individual grow and better meet their objectives. To be of use the Performance Review must be a dialogue marked by mutual esteem and respect. A mid-year follow-up is to be done some 6-7 months after this review to ensure both objectives and development plan are on track and deal with any unforeseen circumstances or difficulties.
Instructions
Before meeting, make sure both parties have reviewed last year’s performance review. Book a meeting two weeks in advance. A good way to invite the employee to the performance review is to print out this template and fill in the personal details above.
The performance review is to take place in a quiet, neutral room for a one-two hour session. Turn off phones and try for an informal, relaxed discussion.
The summary of the performance review, i.e. planning for the coming year and commitments shall be included in the employee’s file, stored by local HR.
The definitions of performance levels are as follows:
1. Unsatisfactory – Substantially negative performance which does not meet the expectations of the manager either in terms of the
quantity and quality of the work carried out. Appropriate corrective action must be initiated immediately.
2. Acceptable – Performance which often meets the expectations of the manager in terms of competence, but sometimes fall short of
these expectations and requires improvement in order to be wholly adequate.
3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations of the manager in terms of
adequate competence in the work carried out.
4. Very good – Performance which exceeds the expectations of the manager in terms of complete competence in the work carried
out.
Performance Review_General This document is strictly confidential 2 (5) Date: 04/06/2012 Rev: 1.4
Review of last year
What are the main tasks, activities and responsibilities of your job?
………
………
………
What are you most proud of accomplishing this year? For example, projects, customer help, sales, design, problem solving, etc. ………
………
………
Have you met the objectives set in last year’s Performance Review? Is there anything you could have done differently to improve the result? ………
………
………
Have you completed your development plan? What have you learned? ………
………
………
Summarise your overall performance during the past year; please do this together.
………
………
………
……… Ratings for overall performance
1. Unsatisfactory – Substantially negative performance
2. Acceptable – Performance which often meets expectations
3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations
4. Very good – Performance which exceeds the expectations
5. Excellent – Performance which far exceeds the expectations in terms of absolute competence in the work carried out.
Overall Performance rating
The bell curve diagram to the right shows a statistical distribution of results. The majority of people in an average sampling lie grouped around the center, with few excellent or unsatisfactory performers. We do not however, rank or review based on the bell curve – we do this individually. The bell curve here is just a visual aid to suggest that it is perfectly all right to be graded acceptable, good and very good.
Performance Review_General This document is strictly confidential 3 (5) Date: 04/06/2012 Rev: 1.4
Current situation at work
Are your skills well used in your present work? Do you have other skills or experience that could contribute towards effective performance at work?
………
……….………
………
How are your work relationships functioning? ………
………
………
Are you experiencing any stressful situations at work? ………
………
………
What are your goals and aspirations either within or outside the company? ………
………
………
How do you experience Flexlink´s strive for a sustainable organisation? ………
………
……….
How could your line manager/supervisor help your performance at work? Start to……….. ……….. ……….. Continue with……….. ……… ………
Performance Review_General This document is strictly confidential 4 (5) Date: 04/06/2012 Rev: 1.4
Competencies
Competencies are defined as an individuals’ knowledge, experience, skills and demonstrated behaviour.
Competence Comments Rating
Ambition Innovation Teamwork Flexibility Result orientation Operational Efficiency
Required competencies: are a reflection of FlexLink’s Credo, our shared values and ambitions. How well developed are you in these areas?
Rating
Creating customer value: how do you contribute to creating customer value, by increased productivity for the customer, higher sellable throughput, lower operating expenses – you do the same for internal customers as external.
Thriving on change: change opens up new opportunities, how do you encourage change, use it and take advantage of it?
Networking: building and operating networks is core to our business, do you work with, support or are active in networks?
Honesty, openness, teamwork and trust: two-way communication is vital, the sharing of information and ideas, as well as learning from mistakes
Individual initiative, drive and responsibility: we value a “can do” attitude, and believe that accountability is key.
Ratings
1. Unsatisfactory – Substantially negative performance
2. Acceptable – Performance which often meets expectations
3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations
4. Very good – Performance which exceeds the expectations
5. Excellent – Performance which far exceeds the expectations in terms of absolute competence in the work carried out.
Performance Review_General This document is strictly confidential 5 (5) Date: 04/06/2012 Rev: 1.4
Ratings for overall performance the past year (Fill in info from page 2)
1. Unsatisfactory – Substantially negative performance
2. Acceptable – Performance which often meets expectations
3. Good – Performance which is generally satisfactory, and in some cases exceeds the expectations
4. Very good – Performance which exceeds the expectations
5. Excellent – Performance which far exceeds the expectations in terms of absolute competence in the
work carried out.
Objectives: What are the company/dept. objectives and how do your objectives contribute? How are your objectives manifested in your work situation? Follow SMART – Specific, measurable, achievable, relevant and time-constrained.
Objective
How will results be measured? (KPI, financial, time, grades etc.)
Mid-year follow-up (sign off)
Time plan
Development Plan: Does not need to be courses and education but can be project work, job rotation, coaching. Together with your competencies this should support your objectives.
Manager's signature_______________________________
Employee's signature______________________________ This discussion was held_________________
Bilaga 3
Intervjufrågor
Del I Bas
Namn och position?
Vad är din roll i de utvecklingssamtal du deltar i? Chef/Medarbetare/Både och? Hur många utvecklingssamtal deltar du i varje år?
Använder du mallen för utvecklingssamtal till halvårsuppföljning? Om ja, hur?
Del II Generella
Vad är syftet med ett utvecklingssamtal?
Vilka förväntningar har du på ett utvecklingssamtal?
Hur upplever du dialogen och samtalsklimatet i utvecklingssamtalet? Hur tror du att den andra parten upplever dialogen och samtalsklimatet? Hur skulle du beskriva ett meningsfullt utvecklingssamtal?
Del III Flexlink
Vad används utvecklingssamtalen på Flexlink till?
Hur är utvecklingssamtalet meningsfullt för organisationen?
Vad är din erfarenhet av den nuvarande mallen för utvecklingssamtal som används på Flexlink?
- Vad är bra?
- Vad kan förbättras?